Being awarded a leadership role within an organization may feel like an amazing accomplishment, but that is only half the battle. The second, and arguably most important half, lies in building and maintaining a highly effective team.
However, according to a study conducted on UK workers, managers are failing miserably at this task, and are instead fostering feelings of hate and resentment among their workers. The survey states that while 22% of the UK public say they hate their boss, a more staggering 52% claim that their boss is their main cause of job dissatisfaction. So, where is it that managers are going wrong, and what can they do improve their employees’ perception of them?
Compelling research by V. Jon Bentz – Vice President for Human Resources at Sears during the 1970s – found that managerial failure had little to do with IQ or personal attractiveness. Rather, it was linked directly to interpersonal competence. And, since personality is at the core of interpersonal competence, we can use personality assessments – such as those we have developed at Hogan – to identify the 11 personality scales that cause leaders to fail time and time again.
The Hogan Development Survey, introduced in 1997 by Drs. Robert Hogan and Joyce Hogan, is the only personality assessment that identifies critical blind spots that lead to career derailment. It helps leaders by providing insights about their counterproductive tendencies – or “risk factors” – that inevitably cause managerial failure. These characteristics become heightened during times of stress, and result in poor relationships with employees and other key stakeholders. Read More »